Introduction
If you’re here, there’s a good chance a rebrand might be on the horizon for your organisation. We’ve been supporting our professional services clients through major rebrand projects for a decade, and we’d like to share our expertise with you. In this guide, you’ll find a comprehensive rundown of everything you need to take into consideration when planning your rebrand.
Overview
A rebrand isn’t just about aesthetics (although that’s one of the most fun parts). It’s a profound business transformation with significant strategic implications. For any professional services firm, this undertaking is a critical investment with quantifiable risks and rewards. The success of your rebrand hinges entirely on the strength of your planning. This guide will help you navigate your rebrand project, detailing a structured, phased approach that moves from foundational strategy to tactical execution and post-launch measurement.
The process begins with a comprehensive audit to establish a clear rationale and an objective understanding of your current brand’s value. This informs your strategic plan, including the crucial decision of resourcing—do you go it alone, or seek a professional partner? The final phase, implementation, focuses on mitigating significant risks, such as preventing the loss of organic search traffic, and establishing a flexible brand system that ensures long-term consistency. A rebrand, when executed with precision and a data-driven mindset (a must these days), serves as a powerful catalyst for growth, enabling your organisation to reposition itself in the market, attract higher-tier clients, and signal a unified, modern future.
Elliott Scott brand repositioning example.
1. The strategic imperative: the rationale for a rebrand
A rebrand must be understood as a strategic response to a specific business need, not as a superficial project aimed at refreshing a logo or tweaking your typeface. A compelling and well-articulated reason is fundamental to ensuring the project is successful and a worthwhile investment. For a professional service firm, these drivers are typically a direct result of market evolution, internal change, or the need to address an outdated public perception.
1.1. Evolving business and market dynamics
You might find that your original brand identity no longer accurately represents your current business model or long-term ambitions. One of the most common drivers we see for a rebrand is a deliberate pivot to a new market, a new segment, or a new geographical region. This requires a new or updated brand identity and messaging that is specifically designed to resonate with this fresh audience.
As your organisation matures, you will find that your strategic focus often shifts towards attracting a more sophisticated and higher-value clientele (this was the problem we solved for Align Strategy). An outdated image can be a significant barrier to this pursuit, as it may not convey the level of professionalism or credibility that a higher-tier client demands. We had a client come to us that was (and I’m not joking here) “laughed out of the room” in a sales meeting. Why? Their brand gave the impression they were a small player in the market. Not a good look! A rebrand in this context serves to position your firm as a premium entity, capable of justifying higher rates and securing larger deals. The goal is to align your brand’s visual identity and messaging with the quality of your services, justifying your approach to a higher-tier client. This also works for an increase in pricing and enhancing your competitive stance.
Similarly, the introduction of a new, complex service offering or a fundamental change in your firm’s business model can render the existing brand name and identity obsolete. If the brand no longer reflects your core capabilities, it creates a disconnect that confuses clients and dilutes your value proposition. Again, not a good look. A rebrand (even one that is fairly light-touch) clarifies your evolving capabilities and ensures your brand story remains aligned with your offerings.
1.2. Navigating the complexities of mergers and acquisitions
A merger or acquisition (M&A) is a primary and often non-negotiable driver for a rebrand. Done correctly, it can signal a fresh, unified future for the combined entity. The decision of whether to rebrand post-M&A is not always straightforward and requires a thorough assessment of which legacy brand, if any, holds more valuable equity. You can see our client success story with Cura Terrae across their major rebrand and replatform project post-merger. In this case each sub-brand (acquisition) was consolidated into a newly formed group company.
A crucial strategic choice lies in the brand architecture and timing. You must decide between a full rebrand, which involves creating a new name and identity for the combined entity, and a simple brand refresh, such as a logo tweak for one of the entities. The timing is critical. Moving too fast can alienate existing customers who feel blindsided by the change (we’ve seen this problem play out before and you definitely want to avoid this), while moving too slowly can make the firm appear indecisive and create confusion in the market. The execution of a rebrand post-M&A also necessitates significant legal due diligence, including trademark and intellectual property considerations. It requires careful internal communication to manage the emotions and expectations of employees from both firms and to foster a unified culture from day one.
1.3. Mitigating risk and capitalising on opportunity
A rebrand can sometimes be a corrective action in response to a damaged reputation or negative public perception. In such cases, a fresh identity can help distance the business from past challenges and serve as a public declaration of a new direction. This really helps to rebuild trust and credibility, though you’ll likely need some stellar PR work to support a rollout.
In a crowded market, a well-executed rebrand can also redefine your firm’s unique value proposition and ensure it stands out from your competitors. Finally, a rebrand may be simply an answer to an outdated brand image, like when a logo or visual identity feels stale and no longer resonates with modern consumers. This can quickly drag like an anchor on your ability to connect with your audience and is a strong indicator that a rebrand is overdue.
The distinction between a proactive and a reactive rebrand is fundamental here. A proactive rebrand, driven by growth, new markets, and M&A, is a move from a position of strength. You’re at your best and want to snowball your success into…more success. Messaging can be framed as an exciting evolution, signalling to the market that your firm has grown to better serve your clients and is embarking on an ambitious new chapter. This approach naturally generates positive anticipation and excitement, and gives you plenty of marketing and PR opportunities in the process. By contrast, a reactive rebrand, undertaken to address a negative reputation or intense competitive pressure, is a corrective measure. For this type of rebrand to be credible, the message must be handled with utmost transparency and a focus on rebuilding trust. The communication must address the root cause of the rebrand directly, positioning the new identity as a public commitment to a new way of operating. It’s all about nuance here. The rebrand process itself, from internal communication to external public relations, can become a core component of your brand’s new story. Remember: show don’t tell.
Cura Terrae consolidated their acquired brands into a single digital platform.
2. The foundational phase: the pre-rebrand strategic audit
The pre-rebrand strategic audit is the most critical phase of the entire process, as it provides the essential data to inform every subsequent decision. Skipping this foundational work is not recommended as it often leads to a disconnect between the new brand and its target audience. The audit provides a comprehensive, objective analysis of your current standing, both internally and externally. At Fablr, we run a series of workshops with key stakeholders as part of this process.
2.1. The comprehensive brand audit
A brand audit is a thorough checkup that evaluates your brand’s position in the marketplace, its strengths, and its weaknesses. It begins with an inward look before engaging with the public.
2.1.1. Internal audit: defining mission, vision, and values
Before crafting a new identity, you must first clarify your mission, vision, and core values. You may have these already, and the level of change required will vary depending on how significant the scope of your rebrand is. This foundational work ensures your rebrand is authentic and aligned with your organisation’s ethos. The internal audit must also assess employee alignment. We recommend anonymous employee surveys for this, to ensure your feedback is genuine. Don’t be tempted to try and find out which individuals submitted negative feedback. Be clear to staff that they are free to be honest and open with no threat of reprisal. You’d be surprised how many people will worry about this type of survey, so reassure your team. This feedback is invaluable for understanding if your own people understand the brand’s promise and mission. Employees are the frontline representatives of your brand, and their buy-in is paramount to its success. The survey should ask probing questions such as how they would describe the brand, its vision, and what keeps them from delivering on its promise. This ensures the new brand is not only a public-facing change but one that is genuinely embraced internally. Without internal buy-in, your brand will have a steep mountain to climb.
You will also need to consider the positions of the senior stakeholders, such as the leadership team, managers, a board of directors, or even investors. You will need to manage these relationships carefully, as these folks are often the ones holding approvals and budgets. That being said, be mindful not to weigh their feedback unnecessarily high simply because of their authority. Even CEOs have bad ideas. Be objective, reasonable and respectful, but don’t lose sight of what your rebrand needs to achieve. Lead the project confidently, and bring the senior stakeholders along with you.
2.1.2. External audit: customer and market perception
The external audit gathers both qualitative and quantitative data to understand how the brand is currently perceived by the outside world. Quantitative data, from web and social media analytics, provides a clear picture of brand reach, engagement, and user behaviour, including website traffic sources and bounce rates. Qualitative data comes from customer surveys, focus groups, and interviews, which provide a rich understanding of customer sentiment and perception. Open-ended questions should probe what customers like and dislike about the brand, why they chose you over your competitors, and what specific problem the brand solves for them. This feedback is vital for identifying what needs to change and what must be preserved. Dig into any other internal materials which might help uncover insight. Speak to your sales or business development team. Speak to your customer success and delivery teams. They all hear from your prospects and clients every day and will be a treasure trove of valuable data.
2.2. Competitive landscape analysis
A critical component of the audit is benchmarking against key competitors to see how your brand stands out or blends in. Or worse, doesn’t show up at all. The analysis should begin with a broad industry overview, identifying market size, growth trends, and the regulatory environment. This provides essential context for all subsequent research. The analysis then narrows to a detailed assessment of competitors’ visual identities, messaging, marketing positioning, and customer service. You’ll also want to evaluate how they do their marketing. Are they on social media? Do they run ads? What events do they attend? What content do they produce? The goal of this data-driven approach is to identify your unique selling points and determine areas where it can genuinely differentiate itself. This ensures the new brand positioning is a strategic decision grounded in market insights rather than a guess.
2.3. Retaining brand equity: what to keep, what to lose
The results of the audit will inform the decision of what to retain and what to discard. You must avoid, where you can, alienating loyal customers by removing key visual or verbal cues that have become synonymous with your brand. As a very basic example, the failed Tropicana rebrand, which removed the iconic orange on its packaging, serves as a cautionary tale, along with a $55m loss, of how a rebrand can confuse customers and lead to a drop in brand recognition and market share. The strategic framework for this phase should guide decisions on which elements to preserve (e.g. a recognisable colour palette or a core tagline), which to evolve (e.g. modernising an existing logo), and which to discard entirely (e.g. an outdated brand name). The new identity must build on the existing narrative rather than replacing it entirely to avoid feeling hollow or disconnected.
Depending on the results of your research, you may need to make some bold decisions. If the data suggests making a major change, then don’t be afraid to do so–as long as you’ve done your homework ahead of time. In the example with Tropicana, they clearly hadn’t.
The strategic audit is more than just a preparation for a rebrand. It is a comprehensive health check on your organisation itself. It provides a rare opportunity to gather in-depth, objective feedback from both internal and external stakeholders that goes far beyond standard performance reviews. The simple act of asking employees what they think of the brand can boost internal engagement and demonstrate that their opinions are valued. Similarly, the data on what works well for competitors can inform strategic decisions about new service offerings, pricing models, and client acquisition channels—all of which extend far beyond the scope of a branding project. Ultimately, the value derived from the audit phase often far exceeds its direct role in the rebrand project itself, making it a sound investment regardless of the final outcome.
Always remember–your brand touches on everything.
3. Strategic planning and resource allocation
With a comprehensive audit completed, you can now translate your findings into a concrete, actionable plan. This phase is dedicated to defining the resources, timelines, and personnel required for the rebrand.
3.1. Rebranding project timelines and phasing
A rebrand can be a long-term undertaking that requires a significant commitment of time. For the purposes of our own guide, we’re going to be focusing on professional service businesses with revenue in the £10M-100M bracket. Rebrands at this scope can take anywhere from 3-6 months. A smaller, partial refresh may take less time, but a full overhaul requires a more extensive timeline to ensure all stakeholders are aligned and all touchpoints are updated. There are often a lot more deliverables than you might first expect. A well-structured timeline manages expectations and provides a clear roadmap for all parties.
Of course, if you work with a partner (like us) then a lot of the planning will be handled for you, though there will still be a lot of alignment, workshops and internal work for you to plan.
Table 1: Phased rebranding timeline
| Rebrand phase | Approx. duration (weeks) | Key activities |
| Discovery & audit | 2-4 | Internal and external research, competitive analysis, stakeholder feedback. |
| Strategy development | 2-4 | Defining brand positioning, top-level messaging, and a clear strategic framework. |
| Creative execution | 4-6 | Designing the visual and verbal identity, developing the design system, and creating core collateral templates. |
| Rollout & implementation | 4-6 | Updating all digital and physical assets, internal communication, and public launch. |
| Post-launch monitoring | 12+ months | Tracking KPIs, monitoring performance and user sentiment, and making data-driven adjustments. |
3.2. Budgetary considerations and ROI
A rebrand represents a significant financial investment. For a mid-sized firm, the cost can range from £20,000 to over £100,000, depending on the scope, complexity, and whether an agency partner is involved. Another aspect to consider with the scope of your project is whether there are any other brands that need work at the same time. Think sister companies, subsidiaries, group companies etc. This can significantly increase project scope, along with costs and timelines. A transparent budget breakdown is essential for financial planning and for managing stakeholder expectations.
To be transparent, and to give you some practical guidance with real-world projects, our rebranding fees are typically between £15,000-30,000.
Table 2: Typical phased budget breakdown
| Rebrand phase | Approx. % of budget |
| Discovery and research | ~5% |
| Brand strategy development | ~15% |
| Brand identity design (includes visual and verbal) | ~30% |
| Collateral design and implementation | ~50% |
The success of a rebrand is not measured solely by its aesthetic appeal. It must be tied to a return on investment (ROI). Key performance indicators (KPIs) must be defined before the project begins to measure success accurately–or, in these days of somewhat flaky analytics, as accurately as possible. These metrics can include improvements in lead generation, website traffic, close rates, and average customer lifetime value. It can also be measured through brand perception metrics such as improvements in brand awareness, a shortening of the sales cycle, and positive shifts in customer sentiment.
3.3. In-house team vs. agency partner
The decision of who will lead the rebrand is not a simple binary choice between an internal team and an external agency. The most effective approach for a complex project is a blended model that leverages the strengths of both parties.
An external agency provides a fresh, non-biased perspective, seeing opportunities that an internal team might overlook due to being too close to the brand. Agencies also offer a broader and deeper skillset, providing access to a full team of specialists, including brand strategists, copywriters, and designers, without the need for the firm to hire full-time senior staff for each role. A specialised agency can get up to speed much faster and operate with a strong understanding of the market dynamics.
Conversely, your internal team has an unmatched understanding of your organisation’s history, culture, and core values. Their deep cultural connection is invaluable for ensuring the new brand is authentic and genuinely aligns with your firm’s ethos.
A blended model, which leverages the cultural and institutional knowledge of the internal team with the objective expertise and broader skillset of a specialised agency, is almost always the recommended approach. The agency provides the strategic framework and creative leadership, while the internal team handles the day-to-day coordination and ensures the new brand is genuinely embedded within the organisation. This model works to ensure the brand feels authentic, while maximising opportunities for both creative excellence and innovation.
The budget breakdown table highlights a hidden but significant cost often referred to as the “focus tax” or internal labour. This is the massive amount of internal time and resources consumed by the rebrand project. An internal team, which must stay on top of business-as-usual tasks throughout the lifecycle of the project, is likely to take longer to complete a rebrand, delaying the launch and prolonging this tax. An agency, free from these distractions, can complete the project more quickly, freeing up internal resources and bringing forward the launch date for the new brand. The upfront cost of an agency can therefore be seen, in many cases, as a cost-saving measure in the long run by mitigating the “focus tax” and increasing the speed of execution.
4. The tactical execution: rebranding implementation
With the strategy and resources in place, the focus now shifts to the tactical execution of the rebrand. This phase involves a meticulous, step-by-step process of applying the new brand identity across all touchpoints, with a particular focus on mitigating high-risk areas.
4.1. Mitigating SEO risk: the URL migration strategy
A rebrand involving a domain or URL structure change can be catastrophic to organic search traffic, with a firm risking a drop of 80% or more if not handled correctly. A robust SEO migration strategy is not optional. It’s a critical component of the project’s success.
The process must begin with a comprehensive pre-migration SEO audit to benchmark key metrics, including organic traffic, keyword rankings, and the backlink profile. The most crucial tactical step is the creation of a meticulous 301 redirect map for every single URL on the old site. The goal is to use permanent 301 redirects to pass on as much of the existing SEO value (link equity) to the new URLs as possible. The map must be error-free, avoiding redirect chains that can slow down page load times and dilute SEO benefits. The work doesn’t stop at launch, either. You must continuously monitor (at least for the first 6-12 months) for crawl errors, traffic drops, and backlink issues using tools like Google Search Console and third-party SEO platforms (SEMRush, Ahrefs, take your pick!). It’s also highly recommended to manually reach out to the owners of high-authority backlinks to update the links directly, ensuring the firm retains its valuable link equity.
You will also want to run a keep-or-kill exercise on all your content. There will be content which is no longer relevant or has low SEO value. You can think about getting rid of this content, but sometimes you can repurpose it by rewriting or updating it. Everything you have decided to keep (or update) should be mapped with a 301 redirect.
Organic search traffic can be volatile when you launch a new website. Do expect some form of traffic drop initially, which should recover over 2-4 months as your new site is re-indexed by search engines. To minimise the volatility, you can try to keep your URL structure as close to the original as possible. Once your traffic has stabilised post-launch, you can then gradually change it. If your website is mostly there to demonstrate authority and credibility, rather than directly driving sales (for example, through a lead form) then this issue will be less of a concern.
4.2. Developing a flexible brand identity and design system
A static logo and a single colour palette are no longer sufficient for a modern brand. A flexible brand identity is essential in a digital-first world where brand assets must be scalable across multiple channels, from a social media post to an exhibition stand. A comprehensive design system goes beyond basic brand guidelines. It includes foundational design principles, a flexible visual language, reusable components (e.g. icons, templates), and detailed usage guidelines to ensure consistency across all applications. If you want to see a best-in-class example of a design system, see Carbon by IBM.
For a professional service firm, a design system is not always necessary. If you have a single brand and a small number of places where it features (such as a low count of collateral items and a simple website) then a design system is probably overkill. If, on the other hand, you have multiple brands (e.g. sub-brands, subsidiaries, group companies etc) as well as a significant number of assets, or even different markets, then a design system can be an excellent investment to future-proof your brand.
A flexible design system is absolutely a strategic asset. It ensures consistency across all materials, enables a faster rollout of new services, and empowers employees to create on-brand collateral through automated, dynamic templates. This strategic implementation shifts the burden of brand policing (and production) from a central marketing team to an automated, scalable system.
4.3. Maintaining and growing inbound leads
The rebranding process can disrupt the inbound lead generation funnel by confusing prospects and potentially alienating existing customers. A proactive strategy is required to maintain momentum. You must be transparent about the rebrand’s rationale and reassure its existing audience. The “seeding” of the new brand identity through social media, email newsletters, and blog posts builds excitement and manages expectations. It’s vital to consistently communicate the changes to your customer base, ensuring they feel part of the journey and understand what to expect. The new brand messaging must also be integrated into all content, from blog posts to explainer videos and case studies, to ensure a consistent experience and rebuild trust with new prospects.
If you are concerned about any potential drop in leads or enquiries, a sensible mitigation strategy is to temporarily increase your marketing budget for lead generation activities, such as paid ads.
4.4. Collateral and application
The collateral implementation phase is often the most resource-intensive aspect of the rebrand, accounting for approximately half of the total budget. A comprehensive inventory of all physical and digital assets must be created to ensure a seamless transition. The list of materials requiring a rework is extensive and includes:
Absolute must-haves: The corporate website, social media profiles, logo, mission statement, email signatures, and business cards.
Good-to-haves: Templated emails, pitch decks, sales materials, case studies, and brochures.
Other: Signage on all offices, branded apparel, stationery, and internal documents.
One of the biggest challenges in a brand project is taking the new verbal identity (brand tone of voice, top-level messaging, general copywriting) and applying it to the collateral, which can include content across your digital platforms too. This is no small task. We often see clients underestimate the enormity of this task, even when we’ve warned about it multiple times! It can take a lot of time and focus to sit and write new content for your collateral that matches your new verbal identity. Consider early on the roles and responsibilities internally and, if you have an agency partner, discuss with them what support you might need. This can often include working with third-party copywriters on a freelance basis.
5. Post-launch: measurement and iteration
The final phase involves a continuous loop of measurement, analysis, and adaptation. A rebrand is not a destination but a starting point for a new era of brand management.
5.1. Proving rebrand ROI and measuring success
Success is a journey, not a destination. Don’t expect your rebrand to fix all your organisation’s problems overnight. Any pre-defined KPIs must be tracked continuously at key milestones to prove the rebrand’s ROI and ensure it is achieving its strategic objectives. Key performance indicators (KPIs) should be tracked at the following intervals:
Early signals (30 days): Monitoring website traffic, social media engagement, and initial feedback from clients and prospects. A boost in organic branded searches, for example, is an early signal that the brand is more memorable.
Clear trends (90 days): Analysing lead generation, sales conversations, and hiring activity. A shorter average sales cycle indicates that the new brand is resonating with its audience.
Full impact (12+ months): Assessing the long-term impact on revenue, market position, and overall growth. Changes in average deal size and client lifetime value provide a clear financial indicator of the rebrand’s success.
5.2. Post-launch monitoring and adjustment
A rebrand exists to help you strengthen your position as a business, whether through a reposition or a doubling down on what you’re already doing. Once launched, you will want to monitor your brand to ensure it is achieving the goals you set during the planning and strategy phase. This involves continuous monitoring of performance metrics, gathering feedback from new and existing audiences, and making tweaks to ensure long-term relevance.
Once your new brand has “settled” and the transition is complete (and successful), you will then move into a phase of continuous brand management. Brands can become stale over time if left unchecked and must evolve to stay relevant, particularly if your market has a tendency to shift, or if your organisation needs a further pivot or reposition. The best firms don’t just rebrand once. They continuously monitor their market and evolve their brand to ensure it remains a dynamic and effective asset. And that’s exactly how you should treat it — as a business asset. You wouldn’t let other business assets age and eventually fail, such as a company van or a photocopier, or even a building.
The rebrand project itself is a major evolution, but the discipline of constant monitoring and iteration is the true long-term solution. The success of a rebrand hinges on your willingness to adapt and iterate. A one-and-done approach ignores evolving market dynamics, shifting consumer preferences, and the ever-changing competitive landscape (your competitors are always looking for ways to win at your expense). The post-launch monitoring phase is not merely a safety net, it’s the genesis of the next phase of the brand’s evolution. A strong rebrand project will give you all the tools, and flexibility within the brand itself, to succeed.
6. Conclusions and recommendations
The strategic preparation for a rebrand is a comprehensive, multi-faceted process that extends far beyond the creative development of a new logo or website. It’s a critical business transformation that requires a data-driven, phased approach to mitigate risk and maximise return on investment.
If you’re considering a rebrand, then start by looking inward to establish a clear and compelling rationale. Don’t rebrand just for its own sake. This must be followed by a comprehensive brand and competitive audit to gather objective data on market perception and opportunities for differentiation. In other words, a rebrand can be the perfect opportunity to fix any issues in the underlying fundamentals of your business.
For the execution phase, we recommend adopting a blended internal and external team model (and not just because we benefit from this approach—it genuinely leads to better, faster outcomes), leveraging the deep cultural knowledge of your internal team with the objective expertise and broad skillset of a specialised agency. This approach is not only more effective but can also save time and resources in the long term by mitigating the internal “focus tax” associated with such a large project. Don’t underestimate how much time doing business-as-usual work takes.
From a tactical perspective, you must treat a rebrand involving a domain or URL change as a high-risk SEO project, with a meticulous 301 redirect map being a non-negotiable component. It is also highly recommended to invest in systems that make your brand as flexible as possible for your team, such as building templates that can be used in Canva or on a platform like SharePoint. This will not only ensure brand consistency across all touchpoints but will also empower every employee to become an effective brand ambassador, reinforcing the new identity with each client interaction.
Ultimately, the most successful rebrands are not viewed as one-time events but as a major step in a process of continuous evolution. By committing to ongoing monitoring and a willingness to adapt based on market feedback, you can ensure that your rebrand isn’t just cosmetic, but a lasting and profitable investment in your organisation’s future.
FAQ’s
Q: Why should a professional service firm consider a rebrand?
A: A rebrand should be a strategic response to a specific business need, not a superficial project to update a logo. Common reasons include adapting to market changes, targeting a new audience, repositioning as a premium entity, or navigating a merger or acquisition.
Q: What is the most critical part of a rebrand project?
A: The pre-rebrand strategic audit is the most critical phase. It involves a comprehensive analysis of the firm’s current standing, both internally and externally, to gather objective data that informs all subsequent decisions.
Q: How long does a rebrand typically take?
A: For professional services firms with revenues between £10M and £100M, a full rebrand can take anywhere from 3 to 6 months.
Q: Is it better to use an in-house team or an external agency for a rebrand?
A: The most effective approach is a blended model. This leverages the in-house team’s deep understanding of the firm’s culture with an external agency’s objective perspective and specialised skill set.
Q: How do you measure the success of a rebrand?
A: Success should be measured by key performance indicators (KPIs) defined before the project begins. These can include metrics like improved lead generation, shorter sales cycles, and positive shifts in brand awareness and customer sentiment.
About the author
Chris Bennett, Head of Strategy
With over 15 years in marketing, Chris specialises in strategy, communications, and digital transformation. He has a proven track record of helping professional services businesses navigate complex challenges and connect with their audience. Chris’s qualifications include a first-class degree in Communications and multiple certifications in strategy, leadership and data analytics.